Self Test: Multiple Choice

You can find the answers on the last page of this text.

  1. 7-1 The four primary processes of management are

    1. planning, optimizing, leading, and controlling.

    2. organizing, controlling, planning, and leading.

    3. prioritizing, leading, controlling, and organizing.

    4. planning, leading, organizing, and deciding.

  2. 7-2 A SWOT analysis

    1. is an important part of developing a strategic plan.

    2. is one type of contingency planning.

    3. helps translate the tactical plan in instructions for employees.

    4. guarantees that inventory matches market demand.

  3. 7-3 A well-defined corporate vision benefits a ­company by

    1. keeping managers focused on strategies that are consistent with the company’s goals.

    2. illustrating the company’s values to investors.

    3. inspiring employees.

    4. All of the above

  4. 7-4 The mission statement is a description of an organization’s

    1. financial health.

    2. current purpose, basic goals, and philosophies.

    3. philanthropy goals.

    4. tactical plan.

  5. 7-5 The focus of a strategic plan is different than a tactical plan because

    1. a strategic plan is has a long-term focus and a tactical plan looks just a few years ahead.

    2. it is not written down but changes constantly.

    3. concentrates only on what is going on inside an organization, not outside an organization.

    4. it is created by the customers instead of the ­management of the organization.

  6. 7-6 The controlling function of management is best described as

    1. keeping employees in line.

    2. watching employees carefully by monitoring their e-mail and phone usage.

    3. measuring the firm’s performance to make sure the company’s plans are on track.

    4. All of the above

  7. 7-7 The span of control of a specific position is found by

    1. counting the number of employees that person supervises.

    2. considering how many e-mails that person receives each day.

    3. calculating the number of years that person has been in their role.

    4. None of the above

  8. 7-8 The seven basic tools for monitoring a business include all of the following except

    1. Pareto analysis.

    2. Monte Carlo statistical simulations.

    3. scatter plots.

    4. cause-and-effect diagrams.

  9. 7-9 Positions that would be considered middle ­managers include

    1. sales manager.

    2. marketing manager.

    3. operations manager.

    4. all the above.

  10. 7-10 A corporation with a matrix organizational system

    1. pools people into groups by skills.

    2. makes sure teams have more responsibility for the outcome of their work.

    3. organizes based on functional area.

    4. collects single-function firms into a network that collaborates on a product.

True/False

You can find the answers on the last page of this text.

  1. 7-11 A company with a vertical organization cannot use an inverted organization.

    1. □ True or □ False

  2. 7-12 A SWOT analysis is used to determine the strategic fit between an organization and its internal and external environments.

    1. □ True or □ False

  3. 7-13 Conceptual skills mean a person has the ability to think abstractly.

    1. □ True or □ False

  4. 7-14 Contingency planning helps a business weather a disruption or a crisis.

    1. □ True or □ False

  5. 7-15 The Six Sigma initiative is focused on improving communication.

    1. □ True or □ False

Critical Thinking Questions

  1. An image shows a star blue icon.7-16 Recall your own personal working experiences and the managers with whom you have had interaction. Discuss the skills that define the best manager with whom you have worked and discuss the skills that define the worst manager with whom you have worked.

  2. 7-17 Would you prefer to work in an organization with a vertical structure or a flat, horizontal structure? Would your answer change if you were the CEO instead of a new hire? How would you feel about working in an inverted organization as a manager?

  3. An image shows a star blue icon.7-18 Review the tools presented for monitoring quality. How would this kind of data-driven decision making help managers make decisions? Could too much data make it difficult to decide on a course of action? Would it depend on the type of problem? The type of manager?

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